It seems the com setup changes constantly and trying to see how its explained i feel like I’m learning a whole new math system again.
Why not just have a set com amount per item and why have some kind of bucket and multipliers. Has it ever been explained as to the reason for the convoluted system?
And is this tied to this industry or Verizon specific. Having worked other sales jobs I’ve never seen a setup this confusing. Usually its a set number with a goal and a bonus that’s it.
That's how it is in most sales jobs. Some locations are busier than others and because of that those busier places make more money. Seems the system that VZW uses makes it easier to confuse reps and constantly reduce pay. You shouldnt have to look at a com system and try to figure out the basic math used in it. Should be straight simple and to the point. Someone comes in buys a phone with X plan and X accessory you make X off that sale. No bucket or multiplier needed
The quota system balances the pay across the board. If you make it per item, it will happen the same as in t-mobile. Repa in high volume stores get massive paychecks due traffic. Reps in low traffic stores will make squat because they sell few phones.
And give them free MAGA hats when they slam 100 customers.
Dump commissions, just pay $12.50/hr and throw in 50% medical coverage.
Blah...blah...blah...Hums.....blah....blah....blah...commissions....blah....blah...blah....Severance....blah...blah...blah....slammin’ Customers....blah....blah....blah...SMP’s..blah...blah...blah....TMP’s...blah...blah...blah?
This is a Layoff Board.
In Ogdenville, the com setup HAS remained consistent, with a per diem comp amount per item and a wash bucket with divisions. Face it, only geeks stuck in the 90s still go for the knowledge-based reciprocal options. However, we do need to get on-message about our holistic product line flexibility because this is no time to bite the bullet with our synchronized logistical innovation. Towards this end, my area's going forward with a plan to implement deconstructed digital flexibility. To successfully spread the word that BAU is no longer an option we're cascading memos about our parallel modular matrix approaches as a means of showing a more contemporary reimagining of our deconstructed organizational innovation. Our upgraded model now offers systemized transitional contingencies while our exploratory marketing research points to remote policy time-phases.
You know what I'm driving at. That's all that needs doing to achieve great things.
Frankly, it's about time we became über-efficient with our ambient logistical consulting.